Introduction
A leader is a person who can guide people, effectively manage a team of professionals, and competently distribute power. A leader must gain specific authority among the group to manage people. Authority is obtained by demonstrating behavioral skills and possessing a particular set of personality characteristics. The main leadership theories aim to determine what makes a person a leader. The main question of fundamental theories concerns whether a person is born a leader or becomes a leader during life. The leader’s primary role is to distribute influence so that it is not abused. The leader must also have effective skills and tools to motivate the followers.
Leader and Leadership
A leader is a person who enjoys social prestige and influence, which manifests itself in the form of control action. A leader is a member of the group for whom it is possible to recognize the right to make responsible decisions in significant situations. The concept of a leader defines a special person who plays a dominant role in the structure of interpersonal relationships. Signs of a leader are high initiative, influence on other group members, awareness of the task and functions within the execution teams, and compliance with social values and norms (Brabandt). The leader develops particular personal qualities for a certain social group. The leader must have the ability to go beyond recognized standards and reference values to achieve the highest result.
The leader has several critical functions in their field of activity. The leader must organize the joint life of the group in various areas, develop and maintain group norms, take responsibility for the results of all the activities, and establish and maintain the microclimate of the group. According to Weber’s theory, there are several types of leadership (Brabandt). Traditional leadership is based on traditions, customs, and faith, which is typical for conventional societies. The leader becomes the one who belongs to the elite, a narrow group of people. The legal-rational or bureaucratic type is based on the reasonableness of the existing order in a particular society. The leader becomes the one who has a certain level of knowledge, competence, and preparedness, which is typical for industrialized countries. Charismatic leadership is based on divinity, supernaturalness, and unusualness, which appear at turning points in history.
Leadership is based on the need for power, which must be successfully balanced in order for the leader to remain effective. The need for power, which has arisen as a compensatory mechanism, manifests itself in the leader in different ways, depending on the conditions. This need may be reinforced by other needs or, on the contrary, come into conflict with them. To effectively compensate, the leader tries to find a field of activity where they can demonstrate their competence and dignity. The leader receives a social space where they can function productively, autonomously, aggressively, or presumptuously. This space is needed to achieve personal balance since it is free from the interference of others. Power in this approach appears not as a phenomenon of compensation but as a tool that allows the leader to get the satisfaction of other personal needs, such as the need for achievement, respect, approval, security, and personal freedom.
Leadership Theories
Leadership is one of the main topics in social psychology, and several theories attempt to explain various aspects of leadership. The study of the concept of leadership is becoming increasingly popular since, without a competent leader, no organization can function. Early leadership theories focused on what qualities exist and explored differences between leaders and followers (Northouse). In contrast, more recent theories looked at other aspects, such as situational factors and levels of intelligence and knowledge (Northouse). An analysis of the nature of leadership shows that it stems from certain needs of people and their associations, which leaders are called upon to satisfy. Despite the wide variety of leadership theories, most can be attributed to one of the main directions concerning the source of leadership.
Great man theories suggest that leadership is innate, that great leaders are born, not made. These theories often depict great leaders as heroic and mythical figures, destined to become leaders when the need arises. The leader was originally called the great man because people represented leadership as an exclusively masculine quality, manifested in the military sphere. (Northouse). Trait leadership theories are partly similar to great man approaches. Trait theories suggest that people inherit certain qualities and traits that make them more suited to leadership (Northouse). Trait theories often define personality traits or behavioral characteristics common to leaders. Situational theories focus on specific situations and the context in which they occur to determine which leadership style is best for each situation (Northouse). According to this theory, no universal leadership style works equally well in all cases. Success depends on several factors, including the leader’s style, the characteristics of the followers, and various aspects of particular conditions.
Situational theory views leadership as a feature of a situation rather than a particular type of person. At its core is the appealing idea that various circumstances call for different forms of leadership. Behavioral leadership theories are based on the assumption that leadership is not an innate quality but a characteristic acquired over a lifetime. This leadership theory focuses on leaders’ specific actions and does not consider psychological qualities and internal states. (Northouse). According to this theory, people can learn and become leaders through learning and observation.
Theories of power and influence focus on the networks of power and influence that a leader creates. This theory is based on the assumption that all roads lead to the leader and negates the importance of followers and the strength of an organization’s culture. The modern transactional theory focuses on the relationship between leaders and followers (Northouse). It analyzes the mutual benefit of a relationship based on exchange, where the leader offers specific issues, such as resources or rewards, for recognition by followers of their power.
Leader, Motivation, and Motivational Process
The leader is critical to the motivation of their followers. As a leader, one must maintain an open view of human nature. Knowing the different needs of subordinates will facilitate the decision-making process. Both the employee and the manager must have leadership and motivational qualities. An effective leader must be well-versed in the motivational factors of others. The leader must understand the basic needs of employees, colleagues, and superiors. Leadership can be successfully used as a means to motivate others.
The leader must harmonize and match subordinate needs with organizational qualities. As a leader, the manager must ensure that the business adheres to the same moral and ethical standards that it seeks in its employees. The leader must ensure that their subordinates are encouraged and trained according to the needs of the business. Appreciation and reward are key motivators influencing an individual to achieve the desired goal. Rewarding good or exceptional behavior with appreciation, a certificate, or a letter can be a great motivator. If the certificate is awarded to any person, it must indicate the specific act or quality for which that person is being awarded. Being a role model is also a key motivator that influences people to achieve their goals. A leader must set a good example so people can effectively grow and achieve their goals.
Encouraging people to participate in the planning and process of solving critical issues motivates them and teaches them the intricacies of these key decision factors. Moreover, it will help everyone better understand their role in the organization. The communication will be unambiguous and sure to elicit recognition and appreciation from the leader. The development of morale and team spirit has a vital impact on the well-being of an organization. The actions and choices of a leader affect the morale of their subsidiaries. Therefore, leaders must always be aware of their decisions and actions. The leader must always ensure that their subordinates enjoy their duties in the team and become part of the organization’s development plans.
The leader must take the place of subordinates and look at issues from the followers’ point of view. Effective leaders must empathize with their people in difficult times. Empathy with their personal problems makes them stronger mentally and emotionally. The accomplishment of meaningful and challenging work instills in employees a sense of understanding. The manager must make their employees feel that they are doing important work necessary for the organization’s well-being and success. This motivational aspect encourages them to achieve collective and personal goals.
Leadership – Management by Influence
Power and leadership are similar concepts; however, in their essence, they have different specifics. Leadership as a type of management relationship is interconnected with social interaction and requires high returns from all its participants (Carrillo). It is based on dominance and subordination and is the most effective way to exercise power. Leadership is expressed in the personal ability to use all managerial levers to achieve the objectives of the company and the ability to use power to accelerate this process. The main difference between power and leadership is the compatibility of goals. To implement leadership, it is necessary to accurately match the trajectory of the leader’s goals and the goals of those who follow them.
A person becomes a leader because they want to lead people and contribute to the work of the organization. Leaders should be able to offer, train, motivate and delegate. Leaders cannot command people’s actions; they must convince a person or team to do what they want. To achieve these goals, leaders must use the principle of influence. Influence management is another important essential factor in leadership success. Influence management is not a tool of intimidation but the rational use of resources to achieve goals. It is about finding mutually beneficial relationships with colleagues so that they can achieve the results that the organization expects from the team. Influence should be entirely based on relationships rather than on authority. This is an important skill in an organization because team members and project managers have had to interact with many other groups to achieve joint results.
Influence is the coordination of the common interests of the leader, team, and management. In addition to developing relationships, influence management requires leaders to align their interests with those of colleagues. The leader needs to understand what the other person wants and connect the needs with their needs. The leader cannot try to change someone else’s opinion; they must be sincere and understanding. Influence management is a key skill for managers of all levels. The leader should be looking for winning points, not a way to manipulate. The leader needs to focus on building relationships with colleagues and partners and find ways to align their interests with their own. The leader must first achieve their individual results before asking colleagues to help achieve the overall goals. It is necessary to constantly and publicly express gratitude to the subordinates, and then the result of joint activities will be as effective as possible.
Conclusion
Leadership is a complex phenomenon that combines different approaches, a set of characteristics, and ways of managing power and influence. The leader must be able to effectively balance the abuse of power and the lack of control. There is no pure and perfect leadership approach; each leader combines a set of different qualities and skills applicable to a particular situation. A leader can acquire important qualities throughout life despite the importance of fundamental characteristics from birth. The basis for realizing leadership potential should be a motivating desire and opportunities for effective management.
References
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